Chapter 2 – Project Planning

February 2024
 Lesson Contents

Project Integration Management

◦ Integration Management
◦ Project Plan Development
◦ Plan Execution
Scope Management
◦ What is Scope Management?
◦ Methods for Selecting Projects
◦ Project Charter
◦ Scope Statement
◦ Work Breakdown Structure
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 Lesson Objectives

After completing this lesson, you will be able to

 Describe project integration management
processes
 Discuss the strategic planning process and
apply different project selection methods
 Explain the importance of creating a project
charter to formally initiate projects
 Describe project management plan
development, understand the content of these
plans, and review approaches for creating them
 Understand the importance of good project
scope management & and its basics

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 Project Integration Management
 Project integration management involves coordinating all the
other project management knowledge areas throughout a
project’s life cycle.
 This integration ensures that all the elements of a project
come together at the right times to complete a project
successfully.

 Project integration management must occur within the context of

the entire organization, not just within a particular project.

 Project managers must always view their projects in the context of

the changing needs of their organizations and respond to requests
from top management
 Project integration management includes interface management,
which involves identifying and managing the points of interaction
between various elements of a project.
◦ The primary tools for interface management are communication and
relationships.
 The project manager must communicate well with all project
stakeholders, including customers, the project team, top
management, other project managers, and opponents of the
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 Project Integration Management

 Here Project Manager must

◦ take responsibility for coordinating all of the
people, plans, and work required to complete
a project.
◦ focus on the big picture of the project and
steer the project team toward successful
completion.
◦ make the final decisions when there are
conflicts among project goals or people.
◦ communicate key project information to top
management.
 The Key to Overall Project Success  Good Project
Integration Management stakeholder satisfaction
 Looking at the “big picture”
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 Project Integration Management Processes

 There are six main processes involved in project

integration management
1. Developing the project charter:
◦ involves working with stakeholders to create the document
that formally authorizes a project—the charter.
2. Developing the project management plan:
◦ involves coordinating all planning efforts to create a
consistent, coherent document—the project management plan
3. Directing and managing project work:
◦ involves carrying out the project management plan by
performing the activities included in it.

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 Project Integration Management
Processes …
4. Monitoring and controlling project work
◦ involves overseeing activities to meet the
performance objectives of the project
5. Performing integrated change control
◦ involves identifying, evaluating, and managing
changes throughout the project life cycle.
6. Closing the project or phase
◦ involves finalizing all activities to formally
close the project or phase.

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 Figure 2.1 Project Integration Management
Summary

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 Strategic Planning and Project Selection
 Successful leaders look at the big picture or
strategic plan of the organization to determine
what types of projects will provide the most
value
 Strategic planning involves determining long-
term objectives, predicting future trends, and
projecting the need for new products and
services
 Organizations often perform a SWOT analysis
◦ analyzing Strengths, Weaknesses, Opportunities,
and Threats
◦ You can use mind mapping technique to generate
more ideas as possible
 Mind mapping a technique that uses branches radiating
from a core idea to structure thoughts and ideas
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 Figure 2.2 Mind Map of a SWOT
Analysis to Help Identify Potential
Projects

August 8, 2024 10
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 Figure 2.2 Mind Map of a SWOT
Analysis to Help Identify Potential
Projects
Based on their SWOT analysis, the four
entrepreneurs outline potential projects as follows:
• Find an external accountant or firm to help run the
business.
• Hire someone to develop a company Web site,
focusing on our experience and past projects.
• Develop a marketing plan.
• Develop a strong proposal to get the large project
the current client mentioned.
• Plan to promote the company at two major
conferences this year.

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 Identify Potential Projects
 The first step in project management is deciding what
projects to do in the first place.
 Therefore, project initiation starts with identifying
potential projects, using realistic methods to select which
projects to work on, and then formalizing their initiation by
issuing some sort of project charter.
◦ 1st place identifying strategic goals
 Tie the IT strategic plan with the strategic plans & goals of the
organization

◦ 2nd perform a business area analysis

 This analysis outlines business processes that are central to
achieving strategic goals and helps determine which ones could
most benefit from information technology.
◦ 3rd, defining potential IT projects, their scope, benefits,
and constraints.
IT PM ◦ Lastly, choosing whichAugustprojects
8, 2024 to do & assigning 12
 Figure 2.3 Information Technology Planning
Process

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 Methods for Selecting Projects
 Organizations identify many potential projects
as part of their strategic planning processes
 There are usually more projects than available
time and resources to implement them
 Five common methods for selecting projects
include:
◦ focusing on broad organizational needs
◦ categorizing information technology projects
◦ performing net present value or other financial
analyses
◦ using a weighted scoring model, etc.
 In practice, many organizations use a
combination of these approaches to select
projects
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 Focusing on Broad Organizational Needs
 It is often difficult to provide strong justification for many
software projects, but everyone agrees they have a high-value
 Top managers must focus on meeting their organizations’ many
needs when deciding what projects to undertake, when to
undertake them, and to what level.
 Projects that address broad organizational needs are much more
likely to be successful because they will be important to the
organization
 One method for selecting projects based on broad organizational
needs is to determine whether they first meet three important
criteria
◦ There is a need for the project
◦ There are funds available
◦ There’s a strong will to make the project succeed
Do people in the organization agree that the project needs to be done?
Does the organization have the desire and capacity to provide adequate
funds to perform the project?
Is there a strong will to make the project succeed?
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 Categorizing Software Projects
 Another method for selecting projects is based on
various categorizations, such as the project’s impetus,
time window, and general priority
 The impetus/motivation for a project is often to respond
to
◦ Problems
 Undesirable situations that prevent an organization from achieving its
goals.
◦ Opportunities
 chances to improve the organization
◦ Directives
 new requirements imposed by management, government, or some
external influence. For example, many projects that involve medical
technologies must meet rigorous government requirements
 Another categorization is the time window
◦ How long it will take to do and when it is needed
IT PM  Another is the overall priority of the project
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 Financial Analysis of Projects
Net present value (NPV) analysis
 It is a method of calculating the expected net monetary
gain or loss from a project by calculating all expected
future cash inflows and outflows to the present point in
time
◦ A positive NPV means that the return from a project
exceeds the cost of capital
 Return on investment (ROI)
◦ is calculated by subtracting the project costs from
the benefits and then dividing by the costs
ROI = ((total discounted benefits - total discounted
costs) / discounted costs)*100%
◦ The higher the ROI, the better
 Payback analysis
◦ The payback period is the amount of time it will
take to recoup, in the form of net cash inflows, the
total dollars invested in a project
◦ The time it takes for a project to generate money
August 8, 2024 17
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 Weighted Scoring Model
 A weighted scoring model is a tool that
provides a systematic process for selecting
projects based on many criteria
 These criteria can include factors such as
◦ meeting broad organizational needs;
◦ addressing problems, opportunities, or directives;
◦ the amount of time needed to complete the project;
◦ the overall priority of the project; and
◦ projected financial performance of the project.
 The first step in creating a weighted scoring
model is to identify criteria that are
important to the project selection process.

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 Weighted Scoring Model
 Steps
 Identify criteria important to the project
selection process
 Assign weights (percentages) to each criterion
so they add up to 100%
 Assign scores to each criterion for each project
 Multiply the scores by the weights and get the
total weighted scores
 The higher the weighted score, the better

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 Figure. Sample Weighted Scoring Model for Project Selection

Possible criteria for IT projects can include

Empty A B C D E F
cell

1 Criteria Weight Project 1 Project 2 Project 3 Project 4

2 Supports key business objectives 25% 90 90 50 20

3 Has strong internal sponsor 15% 70 90 50 20

4 Has strong customer support 15% 50 90 50 20

5 Uses realistic level of technology 10% 25 90 50 70

6 Can be implemented in one year or less 5% 20 20 50 90

7 Provides positive NPV 20% 50 70 50 50

8 Has low risk in meeting scope, time, and cost goals 10% 20 50 50 90

9 Weighted Project Scores 100% 56 78.5 50 41.5

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 Developing a Project Charter
 After top management decides which projects to pursue, it is
important to let the rest of the organization know about these
projects. Management needs to create and distribute
documentation to authorize project initiation. This
documentation can take many different forms, but one
common form is a project charter.
 A project charter is a document that formally
recognizes the existence of a project and provides
direction on the project’s objectives and
management
 It authorizes the project manager to use
organizational resources to complete the project
 Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project
 A signed charter is a key output of project
integration management
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 Inputs for Developing a Project
Charter
 A project statement of work
◦ Describes the products or services to be created by the project
team
 A business case

◦ Justifications of a project & investment of it.

◦ Including project objectives, high-level requirements, and time and
cost goals, etc.
 Benefits management plan: This document describes how and when the
projected benefits of the project will be delivered and how they will be managed.
Topics covered can include the target benefits, strategic alignment, timeframe for
realizing benefits, benefits owner, metrics, assumptions, and risks.
 Agreements

◦ contract or agreement (if any)

 Enterprise environmental factors

◦ Such as relevant government or industry standards, the

organization’s infrastructure, and marketplace conditions, etc.
 Organizational process assets, which include formal and informal
plans, policies, procedures, guidelines, information systems, financial
systems, management systems, lessons learned, and historical
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 Common Components of a Project
Charter
 Although the format of project charters can vary, they should include
at least the following basic information:
◦ The project’s title and date of authorization
◦ The project manager’s name and contact information
◦ A summary schedule, including the planned start and finish
dates;
◦ A summary of the project’s budget
◦ A brief description of the project objectives, including the
business need/justification for authorizing the project
◦ Project success criteria, including project approval requirements
and who signs off on the project
◦ A summary of the planned approach for managing the project,
which should describe stakeholder needs and expectations,
important assumptions, and constraints, and should refer to
related documents, such as a communications management
plan, as available
◦ A roles and responsibilities matrix
◦ A sign-off section for signatures of key project stakeholders
◦ A comments section in which stakeholders can provide important
comments related to the project
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 Table: Project Charter for the DNA-Sequencing Instrument Completion
Project
Project Title: DNA-Sequencing Instrument Completion Project
Date of Authorization: February 1
Project Start Date: February 1 Projected Finish Date: November 1

Key Schedule Milestones:

• Complete first version of the software by June 1
• Complete production version of the software by November 1

Budget Information: The firm has allocated $1.5 million for this project, and more funds
are available if needed. The majority of costs for this project will be internal labor. All
hardware will be outsourced.

Project Manager: Nick Carson, (650) 949-0707, ncarson@dnaconsulting.com

Project Objectives: The DNA-sequencing instrument project has been underway for
three years. It is a crucial project for our company. This is the first charter for the project,
and the objective is to complete the first version of the software for the instrument
in four months and a production version in nine months.

Main Project Success Criteria: The software must meet all written specifications, be
thoroughly tested, and be completed on time. The CEO will formally approve the project
with advice from other key stakeholders.

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 Table: Project Charter

Name Role Position Contact Information

Ahmed Abrams Sponsor CEO aabrams@dnaconsulting.

com

Nick Carson Project Manager Manager ncarson@dnaconsulting.

com

Susan Johnson Team Member DNA expert sjohnson@dnaconsulting

.com

Renyong Chi Team Member Testing expert rchi@dnaconsulting.com

Erik Haus Team Member Programmer ehaus@dnaconsulting.co

m

Bill Strom Team Member Programmer bstrom@dnaconsulting.c

om

Maggie Elliot Team Member Programmer melliot@dnaconsulting.c

om

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 Developing a Project Management Plan

Overview of Project Planning

Introduction
 Planning is always considered to be the most
important stage in a project life cycle.
Why Does Project Need Plans?
A plan is almost like a map.
1. Improving Client Communication and
Response
2. Increasing the Transparency of Our Own Work
3. Becoming More Organized and Efficient
4. Focus Lies on the Project Objective

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 Project Plan (PP)

PP defined as a formal, approved

document used to broadly guide both
project execution and project control.
Project plan facilitates communication
between project stakeholders and
contractors as well as among project team
members
Takes its objective from the project
charter and the scope statement.
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 PP …
 Questions respond by PP:
◦ What?
 What is it trying to resolve?
 What value will it add to the organization?
 What will the output or deliverables of the project be?
 What are the milestones?
 What are the scope, budget, and schedule?
◦ Why?
 Why is the project taken up?
 Why was the project undertaken?

◦ Who?
 Who will be involved in the project?
 Who are the team members working on the project?
What does each member do while on the project?

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 Stepwise Project Planning

 There are many different techniques for project

planning.
 Step – Wise – Planning Approach of Software
Project Planning
 This framework illustrates the basic steps in
project planning and the various activities
involved in each of the steps throughout the
development process

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 Stepwise Project Planning …

Figure Overview of Stepwise Project Planning (Hughes, Bob,

5th ed.) August 8, 2024 30
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 Developing a Project Management Plan

A project management plan is a

document used to coordinate all
project planning documents and
help guide a project’s execution and
control
◦ Other knowledge areas plans are
subsidiary parts of the overall project
management plan
 Formal, approved document that guides you
precisely on how the work of a project will be
done.
 Itis a well-organized document that describes the
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project planning in detail.
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 PMP …
It would have details about
◦ project objective, project cost estimate, project schedule,
project resources, project staffing, risk management plans,
project monitoring, project control and other
miscellaneous activities.
It defines every possible detail.
Mainly deals with the “How” part of the project.
Questions respond by SPMP
◦ How will the project work be carried out?
◦ How will the scope be managed?
◦ How will you monitor and control the various
project activities?
◦ How will you deliver the product and close the
project?
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 Developing a Project Management Plan …

The main inputs for developing a

project management plan include
◦ the project charter, outputs from other
processes, enterprise environment
factors, and organizational process
assets.
The main tool and technique
◦ Expert judgment, data gathering,
interpersonal and team skills, and
meetings,
Themain output is a project
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management plan August 8, 2024 33
 PP Vs. PMP
Key Difference b/n Project Plan & Project Management Plan
Project Plan Project Management Plan
Deals with high level planning (details Low level view plan (details the
the processes required to perform the processes required to manage the
project) low detailed level project. high detailed level. Defines
every possible detail.
Detailed plan about the start of the High detailed plan about how to start
project through till its end the project & monitor its every move
through till its end
Mainly deals with the “what” part of Mainly deals with the “how” part of the
the project. project.
A visionary document that plots the An execution document that plots the
project in steps towards the vision or activities of the project, the tools &
objective techniques, which will be used, to
achieve the vision/objective stated in
the project plan
Gives the project manager the vision of Gives the project manager the
what the project steps & stages will be definitive plan & develops a system to
like execute the vision of the project plan

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 Attributes of Project Management
Plans
Software Project Management plans
Plans should be dynamic
Plans should be flexible
Plans should be updated as changes occur
It should first and foremost guide project
execution

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 Common Elements of a Project
Management Plan
Introduction or overview of the project
◦ The project name
◦ A brief description of the project and the need it
addresses (e.g. goals of the project and reason for the
project, etc.)
◦ The sponsor’s name
◦ The names of the project manager and key team members
◦ Deliverables of the project
◦ A list of important reference materials
◦ A list of definitions and acronyms, if appropriate

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 Common Elements of a Project
Management Plan
Description of how the project is organized
◦ Organizational charts (to show the lines of
authority, responsibilities, and communication
for the project.)
◦ Project responsibilities (responsibility
assignment matrix)
◦ Other organizational or process-related
information – as necessary.

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 Common Elements of a Project
Management Plan
 Management and technical processes used on the
project
◦ Management objectives
 Including top management’s view of the project like
 Priorities, major assumptions or constraints.

◦ Project controls
 Describes how to monitor project progress and handle changes
◦ Risk management
 Briefly addresses how the project team will identify, manage,
and control risks it should refer to the risk management plan
◦ Technical processes:
 This section describes specific methodologies a project might
use and explains how to document information (methodologies,
CASE tools, etc.)
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 Common Elements of a Project
Management Plan
Work to be done, schedule, and budget information
◦ Major work packages
 summarize the main work packages for the project and refer to
appropriate sections of the scope management plan
◦ Key deliverables
 Lists and describes the key products produced as part of the
project
 quality expectations for the product deliverables
◦ Other work-related information
◦ Summary schedule
◦ Detailed schedule & Other schedule-related information
◦ Summary budget
◦ Detailed budget & Other budget-related information
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 Table: Sample Contents for a Project
Management Plan (PMP)
MAJOR SECTION
HEADINGS SECTION TOPICS
Overview Purpose, scope, and objectives; assumptions and
constraints;
project deliverables; schedule and budget
summary; evolution of the plan

Project Organization External interfaces; internal structure; roles and

Responsibilities

Managerial Process Plan Start-up plans (estimation, staffing, resource

acquisition;
and project staff training plans); work plan (work
activities,
schedule, resource, and budget allocation);
control plan;
risk management plan; closeout plan
Technical Process Plans Process model; methods, tools, and techniques;
infrastructure
Plan; product acceptance plan
Supporting Process Configuration management plan; verification and
Plans validation plan; documentation plan; quality
assurance plan; reviews & audits; problem
resolution plan; subcontractor management plan;
process improvement plan

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 Directing and Managing Project Work

Involves managing and performing the

work described in the project management
plan
Most of the time and money is usually
spent on execution
Coordinating the execution of the
planning and Execution
Project Execution Tools and Techniques
◦ Expert judgment
◦ Meetings
◦ Project management information systems like
enterprise project management systems

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 Monitoring and Controlling
Project Work
 Changes are inevitable on most projects,
so it’s important to develop and follow a
process to monitor and control changes
 Monitoring project work includes
collecting, measuring, and disseminating
performance information
 The project management plan provides
the baseline for identifying and
controlling project changes.
◦ Baseline = approved PMP + approved changes

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 Performing Integrated Change
Control
 Integrated change control involves
 identifying, evaluating, and managing
changes throughout the project life cycle.
 The three main objectives of
integrated change control are:
◦ Influencing the factors that create changes
to ensure that changes are beneficial
◦ Determining that a change has occurred
◦ Managing actual changes as they occur

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 Change Control System
 A change control system is a formal, documented process that
describes when and how official project documents and work may be
changed
 Describes who is authorized to make changes and how to make them

Change Control Board (CCB)

 A change control board is a formal group of people
responsible for approving or rejecting changes on a
project

CCBs provide guidelines for

◦ preparing change requests,
◦ evaluate change requests, and
◦ manage the implementation of approved changes
 Includes
stakeholders from the entire organization
 Making Timely Changes
◦ Delegate changes to the lowest level possible, but keep everyone
informed of changes
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 Configuration Management

Configuration management ensures

that the descriptions of the project’s
products are correct and complete
Involves
◦ identifying and controlling the functional and
physical design characteristics of products
and their support documentation
Configuration management specialists
identify and document
◦ configuration requirements,
◦ control changes,
◦ record and report changes, and
◦ audit the products to verify conformance to
requirements
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 Table: Suggestions for Performing Integrated
Change Control
View project management as a process of constant communication and
negotiation.

Plan for change.

Establish a formal change control system, including a change control board

(CCB).

Use effective configuration management.

Define procedures for making timely decisions on smaller changes.

Use written and oral performance reports to help identify and manage change.

Use project management and other software to help manage and communicate
changes.

Focus on leading the project team and meeting overall project goals and
expectations.

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 Closing Projects or Phases
To close a project or phase, you must finalize all
activities and transfer the completed or
cancelled work to the appropriate people
 Main outputs include

◦ Final product, service, or result transition

◦ Organizational process asset updates
 A list of project documentation, project closure
documents, and historical information produced by
the project in a useful format
◦ A final project report and presentation are
also commonly used during project closing
Notice:
◦ You can use Software to Assist in Project
Integration Management
August 8, 2024 47
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 Summary on Integration Mgt.
 Project integration management is usually the most important
project management knowledge area, since it ties together all the
other areas of project management.
 A project manager’s primary focus should be on project integration
management.
 Before selecting projects to pursue, it is important for organizations
to follow a strategic planning process.
 Many organizations perform a SWOT analysis to help identify
potential projects.
 Project integration management includes
◦ Develop the project charter
◦ Develop the project management plan
◦ Direct and manage project execution
◦ Monitor and control project work
◦ Perform integrated change control
◦ Close the project or phase
 There are several types of software products available to assist in
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 Project Scope Management
 Scope refers to all the work involved in creating
the products of the project and the processes used
to create them
 Project scope is the term used to define the boundary
which states all the work required, and only the work
required, to complete the project successfully.
 It is primarily concerned with defining and
controlling what is or is not included in the project.
◦ Identifying the included and excluded components of a
project.
 Project scope planning:
◦ Is the process of progressively elaborating, documenting
and identifying the included and excluded components in the
project work lifeline.
 This activity with its management detail is one of the
pillar project management knowledge areas.
August 8, 2024 49
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 Project Scope Management Processes

Figure: Project Scope Management Summary

50
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 Planning Scope Management

Involves determining how the project’s

scope and requirements will be managed
The project team uses expert judgment
and meetings to develop two important
outputs:
◦ the scope management plan and
◦ the requirements management plan
The scope management plan is a
subsidiary part of the project
management plan

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 Scope Management Plan Contents
A scope management plan includes the following
information:
 How to prepare a detailed project scope statement
◦ E.g., are there templates or guidelines to follow? How much detail is
needed to describe each deliverable?
 How to create a WBS
◦ provide suggestions, samples, and resources for creating a WBS
 How to maintain and approve the WBS
◦ describes guidelines for maintaining the WBS and getting approval for
it
 How to obtain formal acceptance of the completed
project deliverables
◦ It is extremely important to understand the process for obtaining formal
acceptance of completed deliverable
 Howto control requests for changes to the project
scope
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Requirements Management Plan

Requirements can be defined as

“conditions or capabilities that must be
met by the project or present in the
product, service, or result to satisfy an
agreement or other formally imposed
specification”
The requirements management plan
documents how project requirements will
be analyzed, documented, and managed

53
 Collecting Requirements

 Involves defining & documenting the features and

functions of the products produced during the
project as well as the processes used for creating
them
 Iteratively refine & define requirements to avoid
rework

 Methods for Collecting Requirements

◦ Interviewing (expensive & time consuming)
◦ Focus groups and facilitated workshops
◦ Questionnaires and surveys
◦ Observation
◦ Prototyping
◦ Benchmarking, etc.
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 Collecting Requirements …
 The project’s size, complexity, importance, and
other factors affect how much effort is spent on
collecting requirements
 Preparing Requirements Documentation (as out
put of collecting requirements)
 Just as a project team can collect requirements in
several ways, there are several ways to document
the requirements
◦ Project teams should
 first review the project charter because it includes high-level
requirements for the project,
 refer to the scope and requirements management plans.
 review the stakeholder register and stakeholder management
plan to ensure that all key stakeholders have a say in
determining requirements

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 Requirements Traceability Matrix
A requirements traceability matrix (RTM) is a
table that lists requirements, various attributes
of each requirement, and the status of the
requirements to ensure that all requirements are
addressed
 Table 1. Sample entry in an RTM

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 Defining Scope
 The next step in project scope management is to provide a
detailed definition of the work required for the project
 reviewing the project charter, requirements documents, and
organizational process assets to create a scope statement
 Good scope definition is very important to project success
because it helps improve the accuracy of time, cost, and
resource estimates
 Project scope statements should include at least a product
scope description, product user acceptance criteria, and
detailed information on all project deliverables.
 It is also helpful to document other scope-related
information, such as the project boundaries, constraints,
and assumptions.
 The project scope statement should also reference
supporting documents, such as product specifications
 As time progresses, the scope of a project should become
more clear and specific

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 Table: Sample Project Charter (partial)

• Project charter provides a basis for further

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 Table Further Defining Project Scope

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 Creating the Work Breakdown
Structure (WBS)
 Subdividing the major project deliverables into smaller,
more manageable components
 A WBS is a deliverable-oriented grouping of the work
involved in a project that defines the total scope of the
project
 WBS is a foundation document that provides the basis
for planning and managing project schedules, costs,
resources, and changes
 Decomposition is subdividing project deliverables into
smaller pieces
 A work package is a task at the lowest level of the WBS
 The scope baseline includes the approved project scope
statement and its associated WBS and WBS dictionary.

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 Figure: Sample Intranet WBS
Organized by Product

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 Figure: Sample Intranet WBS
Organized by Phase

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 Figure: Intranet WBS and Gantt Chart in
Microsoft Project

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 Figure: Intranet Gantt Chart Organized by
Project Management Process Groups

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 Approaches to Developing WBSs
 Using guidelines: Some organizations, like
the Cyber, provide guidelines for preparing
WBSs
 The analogy approach: Review WBSs of
similar projects and tailor to your project
 The top-down approach: Start with the
largest items of the project and break them
down
 The bottom-up approach: Start with the
specific tasks and roll them up
 Mind-mapping approach: Mind mapping is
a technique that uses branches radiating out
from a core idea to structure thoughts and
ideas
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 Figure: Sample Mind-Mapping Approach
for Creating a WBS

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 Figure: Gantt Charts With WBS Generated From a Mind Map

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 The WBS Dictionary and Scope
Baseline
Many WBS tasks are vague and
must be explained more so people
know what to do and can estimate
how long it will take and what it
will cost to do the work
A WBS dictionary is a document
that describes detailed information
about each WBS item

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 Table: Sample WBS Dictionary Entry

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 Advice for Creating a WBS and WBS
Dictionary
A unit of work should appear at only one
place in the WBS.
The work content of a WBS item is the
sum of the WBS items below it
A WBS item is the responsibility of only
one individual, even though many people
may be working on it
The WBS must be consistent with the
way in which work is actually going to
be performed; it should serve the project
team first, and other purposes only if
practical

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 Advice for Creating a WBS and WBS
Dictionary (cont’d)
Project team members should be
involved in developing the WBS to
ensure consistency and buy-in
Each WBS item must be documented in
a WBS dictionary to ensure accurate
understanding of the scope of work
included and not included in that item
The WBS must be a flexible tool to
accommodate inevitable changes while
properly maintaining control of the
work content in the project according to
the scope statement
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 Validating Scope

It is very difficult to create a good scope

statement and WBS for a project

Itis even more difficult to verify project

scope and minimize scope changes

Scope validation involves formal

acceptance of the completed project
deliverables

Acceptance is often achieved by a

customer inspection and then sign-off
on key deliverables
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 Controlling Scope
 Scope control involves controlling changes
to the project scope throughout the life of
the project
 Goals of scope control are to
◦ influence the factors that cause scope changes
◦ assure changes are processed according to
procedures developed as part of integrated
change control, and
◦ manage changes when they occur
 Variance is the difference between
planned and actual performance

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 Using Software to Assist in Project
Scope Management
Word-processing software helps create
several scope-related documents
Spreadsheets help to perform financial
calculations, weighed scoring models,
and develop charts and graphs
Communication software like e-mail and
the Web help clarify and communicate
scope information
Project management software helps in
creating a WBS, the basis for tasks on a
Gantt chart
Specialized software is available to assist

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in project scope management 74
 Scope Mgt. Summary
 Project scope management includes the processes to
ensure that the project addresses all the work required to
complete the project successfully.
 The major processes include:
◦ Planning Scope Management
 The project team reviews information and uses expert judgment and
meetings to help create a scope management plan and requirements
management plan
◦ Collecting requirements – reviewing d/t sources 
requirements documentation & a requirements traceability
matrix.
◦ A project scope statement is created in the scope definition
process.
 This document often includes a product scope description, product
user acceptance criteria, detailed information on all project
deliverables, and information on project boundaries, constraints,
and assumptions.
 There are often several versions of the project scope statement to
keep scope information detailed and up to date.

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 Scope Mgt. Summary
◦ Creating WBSs
 It forms the basis for planning and managing project
schedules, costs, resources, and changes.
 A WBS dictionary is a document that provides
detailed information about each WBS item.
◦ Validating scope involves formal acceptance of the
completed project deliverables.
◦ Controlling scope involves controlling changes to the
project scope.
◦ Poor project scope management is one of the key
reasons projects fail.
◦ Many software products are available to assist in
project scope management.

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 Thank You

August 8, 2024 77
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